Fourteen organizations from across the state received grants for projects in line with the mission of the Red Ants Pants Foundation. Grant funding from the Red Ants Pants Foundation will help with the production of a video for elementary students about the production of beef in Montana.
Such facts enable the manager to analyze and evaluate his resources and plan their use. To calculate profit potential, the farm manager estimates the yield expected from each acre or hectare of land and from each head of livestock. He then applies money prices to these quantities. The size of a farm business, an indication of its profit-making potential, is measured by the total number of acres or hectares in the farm, acres or hectares planted to cash crops, productive man—work units the number of workdays of labour required under average efficiency to care for crops and livestocklivestock units kept, capital invested, and total cash receipts.
While total acreage is often used to describe farm size, it is not a very satisfactory measure since it does not specify how much land is hilly, stony, swampy, or otherwise unproductive. Total cropped land, total receipts, invested capital, or productive work units are better measures.
Though livestock are counted by the head for the sake of comparison, for management purposes one cow is roughly equal in value to two calves, five hogs, 10 young pigs, seven sheep, 14 lambs, or laying hens.
While the amount of land in a farm is more or less fixed, many farmers buy or rent additional acreage to increase their volume of output as a means of reducing unit costs. If such acreage is available within a reasonable distance, then land can often be profitably exploited.
Other ways of increasing volume include bringing unimproved pasture and woodland into the cropping plan and shifting either to more intensive methods of cultivation or to more valuable crops.
Before making major changes, the farm manager attempts to assure himself that the new crops will grow well and will find a market in his area. Almost all the governments of the world today have departments or ministries of agriculture which have been established for the purpose of advancing agricultural welfare by spreading technological information.
Often these agencies perform extensive experimentation with new crop varieties, new cultivation techniques, and improved breeds of livestock, thus reducing the burden of risk upon the individual farm manager contemplating such changes.
Considerable experimentation and research are also carried out by private agricultural supply firms that hope to improve their competitive position in the marketplace by developing a valuable new product. In some of the developing countries, traditional patterns of land tenure and laws of inheritance may result in one farmer holding many quite small plots at some distance from each other.
To reduce the resulting labour inefficiency and low productivity and to spur development of large-scale agriculture, governments in these countries have frequently legislated to permit or compel consolidation of such holdings see land reform.
Some kinds of farm work are directly productive, some are indirectly productive, and some are not productive at all. Work such as plowing, planting, cultivatingharvesting, feeding, and milking is directly productive. Maintenance of fences, buildings, and machinery, though often necessary, is not directly productive.
Such work as trimming shrubbery and mowing lawns, unless it adds to the market value of the farm, is not considered productive. Similarly, capital can be highly productive, as in the case of livestock; indirectly productive e. Land, too, can be highly productive, moderately so, or waste.
Analysis of farm records has shown that farmers often overequip their property, thus using buildings and machinery to less than full capacity.
Generally speaking, small farmers have been shown to have a higher proportion of their total investment in buildings than in machinery. In the developing countries, where relatively large quantities of human labour and relatively small amounts of capital are employed, a rather different problem exists.
In these areas, farm managers need large numbers of people to work the fields during planting and harvest and far smaller numbers to perform routine cultivation tasks.
In consequence, these countries face a problem of underemployment of agricultural labour during much of the year. Financial management and large-scale operation The financial tools a farmer can use to analyze, plan, and control his business include financial statementsprofit and loss statements, and cash-flow statements.
Liquidity is the ability to meet financial obligations on time, whereas solvency is the ability to pay all debts if the business is forced to discontinue.
A profit and loss statement shows sources and amounts of income and operating expenses. Comparison of profit and loss statements over a period of years tells which resources have been most profitable and whether there has been an advance or decline in net income.
A cash-flow statement shows the sources and uses of funds at given periods during the year. For the traditional farmer, land and labour his own and that of his family are the major resources. Under favourable conditions, the farmer has changed his role from labourer to operator-manager; much larger farm units with high capital investments have resulted.
Such conditions include the existence of a considerable body of applicable scientific knowledge, an opportunity for greater efficiency from large-scale operations, the existence of good markets and transportation, the opportunity to routinize and centrally direct farm work, and an absence of community antagonism to large-scale agriculture.
The trend to the substitution of capital for labour is especially noticeable in the United Statesfor example, where capital accounts for a steadily increasing proportion of farm inputs.
In the United States incapital comprised 29 percent of farm inputs, labour 54 percent, and land 17 percent; by capital accounted for 62 percent of farm inputs, labour 16 percent, and land 22 percent. Capital typically replaces labour when large machines do the work of several men using smaller implements; when chemicals replace the scythe and hoe for weed control; when milking parlours, pipelines, and bulk tanks replace handmilking operations; when a mechanized installation replaces the fork and bushel basket in dairy, beef, or hog feeding; when automated sprinklers bring irrigation water to crops; when cisterns and lagoons handle animal waste; when combines and forced-air crop drying speed the harvesting of small grain; and in similar substitutions.
The technical knowledge that a modern large-scale farm manager must possess is frequently held to be far greater than that required of most businessmen with equal investment; the capital required to operate such a farm is beyond the reach of many. In consequence, financial-management techniques resembling those of industry are often employed.
Capital is imported from the outside; production is scheduled to meet quantity, grade, and timing requirements; and labour is given specific tasks, as in a factory.
Recognizing the economic benefits of large-scale agriculture, many underdeveloped countries have attempted to create conditions for its existence. National governments, often with outside help, have financed large-scale development programs, involving irrigation or improvement of huge acreages by means of dams, drainage facilities, and canals, and these have revolutionized the lives of many traditional farm managers within the space of a few years.
Improvements in crops and livestock, marketing techniques and organization, and transport and power have in some cases increased agricultural productivity and income several times over.A grain elevator is an agrarian facility complex designed to stockpile or store grain.
In grain trade, the term grain elevator also describes a tower containing a bucket elevator or a pneumatic conveyor, which scoops up grain from a lower level and deposits it in a silo or other storage facility..
In most cases, the term grain elevator also describes the entire elevator complex, including. United Grain Growers Grain Elevator () Source: Agricore United Engineering Department, Tom Price (Mgr), provided by Glenn Dickson (University of Manitoba Archives & Special Collections) United Grain Growers Grain Elevator (no date).
May 15, · We’re in the golden age of innovation, an era in which digital technology is transforming the underpinnings of human existence.
Or so a techno-optimist might argue. Jun 05, · As global warming puts stresses on farmers feeding a growing world population, financing to develop new crop varieties and new techniques has been slow to materialize. The local board: its functions and influence / United Grain Growers.
Growers that need storage space don't have it and need options to turn beans into cash in the January to March time frame. On the commodity grain side, the company owns shuttle-loaders in North. Montana Canadian Trade Mission Successful. June 22, MISSOULA – The Montana World Trade Center at the University of Montana and seven trade delegates recently returned from a weeklong trade mission to Calgary, Alberta, and Vancouver, British Columbia, where they developed sales agreements, cultivated new relationships and explored potential opportunities within the Canadian market. COMMENT The Aftermath of United Grain Growers - Time to Revive the Employer's Contractual Duty to Provide a Safe Workplace? IAN MCKENNA* 1. INTRODUCTION N WALLACE V. UNITED GRAIN GROWERS LTD.', the Supreme Court of Canada recognised that, in appropriate circumstances, a wrongfully dismissed em- ployee could be awarded compensation for mental distress caused by the .
Item Preview. Others, such as Rew, Stanton and Brogiotti, were closed by Middleton back in when he took over as director of grain operations for PGG. Since then, Middleton said the majority of money has been spent at McNary and Alicel, which can hold as much as million bushels and million bushels, respectively.